The Importance of E-Leadership and Workplace Learning for...

This paper was presented at the International Conference On Exploring Leadership and Learning Theories Asia 2011 (ELLTA), Penang Malaysia

16 February 2 011 and was selected as the best paper

The Importance of E-Leadership and Workplace Learning for E-Government

Implementation in Indonesia

Ali Rokhman1 and Kate Collier

2

1Post Graduate Program in Administration Science, University of Jenderal Soedirman

Visiting Academic Staff

Faculty of Arts and Social Sciences, University of Technology Sydney

Email: [email protected]

2Faculty of Arts and Social Sciences, University of Technology Sydney

Email: [email protected]

Abstract

The development of e-government in Indonesia began in 2003 with the release of the President‟s

Instruction: the National Policy and Strategy Development of e-government. Until then the

Indonesian people did not receive high quality government services through the e-government

service provision. From a global perspective, the United Nations in 2004-2010 ranked Indonesia

in the low level of e-government readiness.

This research paper aims to explore public service performance and leadership in the use of e-

government, especially concerning the responsiveness of e-government to the public. Both

quantitative and qualitative approaches were used in this study. Seventy one Indonesian

ministries and provinces and one hundred and fifteen districts were used in the research sample.

Their websites were analyzed to provide the quantitative data.

A purposive technique was used to select the informants for the qualitative data and was based

on responses given through e-mail communication with selected websites. The level of

responsiveness of e-government sites was analyzed according to the availability of the contact

link, functionality of the contact link, and the speed of response to the users‟ email.

The analysis of the quantitative data from the study found that the responsiveness level of the

Indonesian e-government sites sampled was very low. This was indicated by the majority of the

website administrators who did not respond to every email from their users.

The qualitative findings of this study suggest that e-leadership and workplace learning are very

important factors for the implementation of e-government in Indonesia. The major issue of e-

government is not the technical aspect but the understanding between the people in the

organization, including the leadership, and the opportunity for employees to learn new

technology in their workplace. These were the critical factors identified by participants for the

successful implementation of e-government.

Given the paternalistic character of Indonesian society, which is characterized by a top-down

management pattern, it can be argued that the implementation of good practice in e-government

should be initiated by the leaders of government organizations.

E-leadership is leadership that combines existing leadership models with the development of new

technology skills. E-leaders need to be prepared to take advantage of the latest technological

mailto:[email protected]

mailto:[email protected]



developments so they can influence employees. E-leaders should also espouse the values of the

e-government approach and reinforce its importance through a structured program of workplace

training.

Keyword: e-leadership, workplace learning, e-government, responsiveness

INTRODUCTION

Throughout the past decade Information and Communication Technology (ICT) has

developed quickly and has had a broad impact on all aspects of peoples’ lives. This trend of an

increasing number of ICT users has led to the development of specific terminology for the new

electronic services provided by the private and public sectors: electronic commerce, electronic

business, electronic learning, electronic marketing, electronic procurement and including electronic

government or as it is more usually termed, e-government. It is the development of e-government

in Indonesia that this research paper will focus upon. In the context of this paper, e-government

refers to the use of emerging information and communication technologies to facilitate the

processes of government and public administration (Drucker, 2001).

The employment of e-government services means that the government is able to serve the

community outside office hours, 24 hours a day, seven days a week and the services can be

delivered anywhere because they are online. Citizens who need government services do not need

to go to government offices anymore because they can access e-government through government

websites. The following quotation from a USA citizen demonstrates how effective e-government

services can be:

An American soldier renewed his Virginia state driver‟s license on Tuesday in

December 1999. No big deal---except that it was six o‟clock in the morning and

he completed the procedure in seconds without leaving the army base where he



was stationed, across three state boundaries in Fort Benning, Georgia…etc.

(Holmes, 2001).

However, this is an example of e-government services in an advanced country that has

already fully developed e-government services. The question is, how can e-government services

reach this level in developing countries such as Indonesia? According Rokhman (2008), e-

government in Indonesia is in the first phase of e-government development or what has been

termed the publish phase and only a small part of e-government has entered into the second

phase, known as the interaction phase (Baum & Di Maio, 2000). Even though e-government

development in Indonesia has only reached the initial phase, it is still necessary to evaluate how

well e-government functions at present and assess the level of responsiveness of e-government

operators in serving their communities. This paper aims to analyze the present level of function

and responsiveness of e-government in Indonesia, and conduct an in-depth quantitative review to

discover why e-government services have not yet met its development objective as outlined in

government policies: providing for the communities‟ needs in accessing government services

easily and efficiently.

A SUMMARY OF E-GOVERNMENT POLICY IN INDONESIA

Leadership in e-government has been evident through recent Indonesian government

policy initiatives. Through the Directive of President (Inpres) No.3, year 2003, the

Government has issued a policy on a national strategy for developing e-government. The

development of e-government is an effort to develop government organization through

electronic means to improve public service quality and efficiency. The Inpres, relates to

the arrangement of management systems and working process in government by

optimalizing the use of activities related to: (1) data processing, information management,



management system and electronic working processes and (2) the use of advanced

information technology so that public services can be easily and cheaply accessed by

communities throughout the country territory (Harijadi, 2004).

The implementation of these aims in the development of e-government means that it

needs to reach four objectives: (1) establishing an information network and public service

transaction which has the quality and scope that broadly satisfies the communities‟ needs

and is able reach throughout the territory of Indonesia any time, unlimited by any time

gap and is affordable to user communities; (2) establishing an interactive communication

with the business world to improve the national economic development and to strengthen

capability in facing the change and competition of international trade; (3) establishing a

mechanism for communication with State Institutions and providing the community with

public dialog facilities so they can participate in formulating the state policy and (4)

establishing a transparent and efficient management system in order to get reliable

transactions and services within government institutions and in the autonomous regions.

Following the Inpres, the government of Indonesia in 2003 issued several guidelines such

as (1) The Guide for Government Portal Infrastructure Development, (2) The Guide for

Government Electronic Document System Management, (3) The Guide for Composing an

Institution E-Government Development Plan, (4) The Guide for Organizing Education and

Training of ICT to Support E-Government, (5) The Guide on Organizing a Local Government

Web Site. In addition these were complimented by the guides issued in 2004: (1) the quality

standard and services range and application development (e-services), (2) the policy on

institution, authorization, , information and private participation in the implementation, (3) the

development policy of good governance and management of change, (4) the guidance on project



implementation and e-government budgeting, (5) the blue-print of e-government application for

central and local governments. Furthermore, in 2006, the government established the Council of

National Information and Communication Technology (Detiknas) through the Decree of

President No. 20/2006; one of its tasks is to accelerate the e-government implementation pocess

(Detiknas, 2010). Finally in 2008, Law No 11 was issued regarding Information and Electronic

Transaction. This Law aimed to provide a strong legal base for electronic data transaction

including for e-government implementation. These Indonesian government initiates provided a

sound framework for leadership in the development of e-government.

STAGES IN E-GOVERNMENT DEVELOPMENT

The development of e-government occurs through several stages in accordance with the

capability and needs of the developing organization. The higher the development stage achieved,

the higher the complexity and the higher the cost. The many previous research studies that have

been conducted on the stages in developing e-government are presented in the following table.

Table 1. E-Government Development Stages Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6

(Layne, K &

Lee, J, 2001)

Catalogue Transaction Vertical

Integration

Horizontal

integration

(Baum & Di

Maio, 2000)

Presence Interaction Transaction Transformation

(Hiller, J and

Be'langer, F,

2001)

Information

dissemination

To-way

communication

Integration Transaction Participation

(Deloitte &

Touche,

2001)

Information

publishing/disse

mination

Two-way

transaction

Multi-purpose

portals

Portal

personalization

Clustering of

common

services

Full integration

and enterprise

transaction (ASPA &

UN, 2001)

Emerging Enhanced Interactive Transactional Seamless

(INPRES No

3, 2003)

Preparation Self Ripening Stabilization Utilization



CRITICAL SUCCESS FACTORS OF E-GOVERNMENT

Many researchers have studied the critical success factors of e-government. These factors

are significantly influenced by the context of each country where e-government is implemented.

Altameem et al. has collected the critical success factors that are universally valid by classifying

them into three main factors namely governing factors, technical factors, and organizational

factors. These main factors consist of several sub-factors which are described in the figure below

(Altameem, Zairi, & Alshawi, 2006).

Figure 1. Critical factors for E-Government Adoption

RESEARCH METHODOLOGY

This research used quantitative and qualitative descriptive approaches to investigate the

research target which were the e-government ministry, province, and district websites. Sampling

for the ministry and province categories was taken from a total of seventy one sites, while

samples from the districts‟ were taken proportionally and randomly up to 25%, with a sample of

115 out of the the 457 districts. After visiting the government sites several times, it appeared that



not at all the samples from the districts could be accessed, therefore samples of district

government websites in this research was limited to 90 sites. The determination of the informant

was to gain qualitative data by using purposive technique, namely the e-government operators

who answered the questions in this study by e-mail.

This study uses a single variable level of responsiveness of an e-government site operator

in serving the users, with the following indicators: (1) the availability of the contact link: the

facility or menu was available for the users to contact the site either by e-mail and/or through the

application forms provided, (2) Function of contact link: the contact link provided was able to

function effectively and (3) Speed of response to email users: whether the site operator answered

the users message or not.

The technique of data analysis applied for the quantitative data was descriptive statistics

in the form of frequency distribution. The qualitative data was derived from interviews and was

analyzed using an interactive technique (Miles & Huberman, 1994).

QUANTITATIVE FINDINGS

The availability of the contact links

Of the 38 websites of departments/ministries analyzed by the researcher visiting the sites,

a few were not even providing the necessary facilities for users to contact the e-government

operator through an e-mail or a contact link. There were 33 (86.6%) sites providing the contact

links, and the other 5 sites (13.2%) were unavailable to users. The provincial government sites

were the worst offenders, with only 11 sites (33.3%) providing contact links out of 33 sites

analyzed. Most of the 22 (66.7%) provincial government sites did not provide the contact link.

The results were similar for district government websites. From the 90 websites sampled,

only 46 sites provided contact links (51.1%) while 44 sites (48.9.%) provided the contact link.



These results show that the development of e-government both at central government level and

in local government divisions, have not fully considered how to make interaction easy for

website users. The e-government system that has been established is designed only for one-way

communication from the government to the community. This contact link is very important as it

signals whether the operator of e-government is ready to interact with the users or ready to serve

the users any times and anywhere.

The function of contact links

After the researcher sent thirty three e-mails to the department/ministry website

operators, there were 3 emails (9.1%) that were rejected because the addressee of email was not

found or was inactive, whilst the rest, 30 (90.9%) deliveries were sent successfully. In the

provincial government websites, after the researcher sent 11 e-mails, only 7 e-mails (63.6%)

were successfully sent and the rest, 4 e-mails (36.4%) were rejected. District government sites

were the least effective in e-mail delivery. After sending 90 e-mails, only 23 e-mails (25.6%)

were sent and the rest, 67, (74.4%) failed.

The speed of response towards e-mail users

Although there was notification that the e-mails the researcher initiated had been sent,

only a few emails received a response from the e-government operators. From 33 e-mails that

were successfully sent to the department sites, only 3 of the website operators gave a response

(9.1%). The rest, 30 e-mails (90.9%) received no response. For the provincial government sites,

from 11 e-mails that were successfully sent, there was only 1 that gave a response (9.1%), while

the rest (90.9%) did not respond the e-mails. The results for district e-government sites were

similar, with responses to only 5 e- mails out of 23 successfully sent, or 21.75%, the rest, 18



(78.7%) received no replies. The complete quantitative findings are presented in the following

table.

Table 2. Quantitative findings Variable Yes No

Availability

Ministry 86.6 13.2

Province 33.3 66.7

District 51.1 48.9

Functionality

Ministry 90.9 9.1

Province 63.6 36.4

District 25.6 74.4

Responsiveness

Ministry 9.1 90.9

Province 9.1 90.9

District 21.7 78.3

QUALITATIVE FINDINGS

Based on the quantitative results shown above, the responsiveness level of e-government

website operators in Indonesia is extremely low. Further qualitative research in the form of

interviews, was used to attempt to gain a deeper understanding of the reasons for these results.

For example, „Why do website operators fail to answer e-mails?‟ and „Is e-government

inappropriate to the Indonesia culture?

Why do the website operators fail to respond e-mails? Some responses to this question

from the different sample groupings are similar; the reason they give for not responding to e-

mails is related to human resource and cultural factors. The lack of specialist personnel available

to handle e-mail is mentioned as is the lack off commitment of public services to change their

systems to a paperless model. Opening e-mail is considered unimportant and therefore e-mail

requests are often neglected and left unopened. In addition, cultural factors are important. Many

operatives do not see opening e-mail as part of their daily job so that many of the e-mail sites are

not regularly maintained. In some cases operatives use the sites so rarely that they forget their



passwords so eventually the mailboxes become full and cannot accommodate the entering e-

mail. This is why many of the e-mail sent in this study failed.

Is E-Government inappropriate to Indonesian culture? Based on the responses given,

almost all those interviewed admit that e-government is a new culture for the Indonesian nation,

brought about by the development of information communication technology. It was seen as a

challenge and an opportunity for the Indonesia government, and it was hoped that the application

of e-government helps services become better, more efficient, transparent, and accountable. E-

government was perceived by respondents as providing an opportunity to improve the quality of

public services which was seen as being of a low standard and in need of improvement.

However, the application of e-government faces a cultural challenge that is concerned less with

the support of our national relationship in daily life as with bureaucratic processes such as the

“ewuh pekewuh/reluctant” culture that is opposed to the transparent culture as offered by e-

government.

Interview respondents admit that their leaders are not using internet to communicate with

the community and do not see electronic media as the main priority in the services they provide

for customers. Moreover, their leaders are not yet familiar with the internet; if leaders have an e-

mail address, it was usually set up by their subordinates and had never been opened by the

leaders themselves.

Other findings that emerged from the qualitative data collected were that the quality of e-

government management is significantly determined by the level of human resources that were

available in the government agencies. The respondents admit there were few human resources

that had mastered e-government management. The human resource management needed a

mechanism to select the relevant personnel to manage e-government and to ensure that these



personnel receive adequate technical training so that government organizations are not dependent

on a few personnel who have mastered the ICT. This training should not be formally structured

but should be implemented in the work place with minimal disturbance to work routines.

DISCUSSION OF OVERALL FINDINGS

The quantitative and qualitative findings reinforce that the responsiveness of e-

government operators in Indonesia is too low. The public administration paradigm in Indonesia

refers to a classic paradigm that characterizes all matters on a legal formal approach. E-mail is

not seen as part of a classical bureaucratic culture because it has not been formally

accommodated in the Indonesian bureaucracy regulations. The bureaucracy is still fixed on a

paper, stamp and signature approach. The e-mail counters this as it is without signature and

stamp and this makes it legally and formally invalid, so of little concern to government officials.

This classic public administration paradigm is considered inappropriate for this

developing era. Denhardt (2008) argues that recently the state administration paradigm has

moved from the classic paradigm symbolized by bureaucratic hegemony in public service

implementation, to be more service focused and based on customer satisfaction, known as the

New Public Services paradigm. Besides, the change of paradigm recognized by Denhardt, cannot

be prevented because information and communication technology are developing so fast. The

question is, „Who will provide the leadership to enable these changes to occur?‟

One of the characteristics of the paternalistic Indonesian community type (Warnecke &

DeRuyter, 2009; Rajab, 2009) is that any change commonly starts from a superior or leader at

the top of the hierarchy. Consequently, the development of an e-government culture as part of

the framework of a new public service paradigm, should be initiated by a bureaucracy leader. In

this case, a bureaucracy leader must be familiar with and capable of applying e-leadership. This



approach is reinforced by the successful implementation of e-government by the Kota Surabaya

Government in 2007, which was also supported with a reward from Warta Ekonomi magazine in

the E-Government award contest. E-Leadership is seen as the key component in the city‟s

success in applying e-government (Sonhaji, 2008).

E-Leadership combines the existing concept of leadership which in this context is seen as

a process whereby an individual influences a group of individuals to achieve a common goal,

(Northouse, 2007) with technology development. E-Leadership aims to utilize technological

development to influence subordinates and inculcate them with their values. Budvytyte (2006)

states that E-leadership comprises of two basic elements: technology and leadership. Budvytyte

further describes e-leadership as follows.

Misra (2009) states that e-leadership can be defined as leadership online, that is,

leadership in the virtual world as distinct from the physical world. Organizations in the virtual

world are known as virtual organizations and have several characteristics: (1) members are not

known to each other, (2) all members are equal, (3) there is no administrative hierarchy.



Vision2lead suggest that e-Leadership requires a balancing of many roles and carrying

them out via communications technologies (Vision2Lead, 2010). Additionally, Fernandez (2007)

requires that several tools shall be mastered by a leader applying e-leadership as shown in the

following table (Fernández, 2007):

Table 3. Tools for e-Leadership Category Primary Function Examples

Communication tools End-user asynchronous tools

that facilitate the sharing of

information by sending

messages, files, data,

documents, etc

E-mail

Internet forums Discussion boards

Wikis

Weblogs

RSS

Social networking

Web services

Social bookmarking

Conferencing Tools End-user real-time tools that

facilitate interactive

communication

Online chat and instant messaging

Flash Meeting

Video

Online whiteboards or data conferencing

Conferencing

Management Tools Facilitate and manage group

activities

Meeting scheduling tools and team calendars

Mind map

Application/desktop sharing

Contact management/address books

Task lists

File and documents sharing

Awareness utilities

Workflow management support

Intranet

Extranet

The importance of training and workplace learning

E-leaders need to ensure that they have well trained personnel to deal with the challenges

of new technology, so its operators are properly prepared and can employ it effectively. This

research study demonstrated that the application of e-government failed because of a lack

leadership and through a lack of qualified human resources in ICT within the government

agencies. The E-Government Institute admits that information technology is a new field and that

the government does not have the necessary qualified human resources in the information

technology sector. Those who are qualified are commonly to be found in the business/industry



sectors. This lack of adequate human resources is one of the main barriers to the implementation

of e-government. The solution to this problem is to recruit new employees and also provide

training based on workplace learning, which is designed to supplement rather than disturb the

daily activities of the employees, and is more effective because it is directly relevant to their job

fields (E-Government Institute, 2005).

Workplace learning (also workplace training) refers to learning or training undertaken in

the workplace, usually on the job, including on-the-job training under normal operational

conditions, and on-site training, which is conducted away from the work process (e.g. in a

training room) (Australian Government, 2010).

Workplace learning has also been described as learning that occurs during the activities

and experiences of work. Fenwick (1995) argues that workplace learning implies human change

or the growth that occurs primarily in the activities and the context of work. It can include some

type of structured formal class or presentation where the learning outcomes are geared to

accomplish organizational goals. However, workplace learning must also include learning

activities such as on-the job training, mentoring, or coaching to enhance workplace performance.

Workplace learning also includes the social interaction between people, people in groups, and

groups across boundaries (Rowden, 2007).

Workplace learning has advantages for the employees such as: (1) an increased relevance

of learning and training to the organization‟s skill development needs, (2) usually does not

interrupt the normal production processes; can often be part of the normal production processes,

(3) help in attracting (high quality) new employees, (4) similarly, can help in retaining (high

quality) employees, (5) because it is organization-specific it can help in transmitting and

underlining the organization‟s culture and values (Lanceser, 2009).



Ideally a workplace learning strategy can be implemented nationally, and the

Communication and Information Partnership could be responsible for its implementation in

cooperation with government national training institutions such as Personnel Training Board

(Balai Pelatihan Pegawai) which exist in each ministry. The training participants would be e-

government operators throughout Indonesia. The aim of this program would be to help e-

government operators to improve their capabilities both technically and managerially so they can

serve the community effectively.

CONCLUSION

This research study found that e-government in Indonesia has not performed to a

satisfactory level. Visitors to government sites who wanted to interact with public officers were

not well serviced. Not at all sites had a contact link facility. Many of them were not functioning

efficiently. The level of responsiveness to visitors‟ requests was too low. Much of the

responsibility for this was linked to poor leadership that lacked the vision and information

technology skills that were necessary for the successful application of the e-leadership model.

Another reason for this failure was a lack of well qualified human resources which led to

inadequate staffing of e-government services. Therefore, it was argued, training is required to

improve their human resource capacities. The ideal training should be held nationally by

Ministry of Communication in cooperation with the Personnel Training Board (Balai Pelatihan

Pegawai) which exist in each ministry and in local governments. Because of national scope of

this training, workplace learning including e-learning, was proposed as the most relevant and

effective training approach. This radical change in e-government provision would require E-

leadership of the highest quality and vision.



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